s is a process that can cause anxiety and stress, or produce little practical gain in terms of development and improved performance for a lot of effort.

1. 360-degree feedback might be used for the following except       .

A. personal development

B. appraisal

C. pay

D. recruitment

2. About the third step of 360-degree feedback, which one of the following statements is false?      .

A. External customers will give the feedback.

B. The feedback will be known by other people usually.

C. Outside consultants can take part in helping managers to make use of the feedback.

D. HR staff can take part in helping managers to make use of the feedback.

3. About the fourth step of 360-degree feedback, the author might most likely agree that       .

A. It may be inconsistent with an existing competency model.

B. The competency model needn’t be in line with the culture, values and type of work carried out in the organization.

C. It may take the form of a list of headings for development.

D. It might be decided that a list of headings or questions in a software package wouldn’t be acceptable.

4. From this passage, we can infer that       .

A. The external consultants can help to plan and implement 360-degree feedback program.

B. Once 360-degree feedback program is implemented, it can’t be changed.

C. The managers in a function or department shouldn’t take part in planning initial implementation program.

D. Most organizations installing 360-degree feedback purchase a package from a consultancy or software house, but the aim should be to keep it as complexed as possible.

5. This passage might most likely be extracted from the paper about       .

A. HR planning

B. performance eva luation

C. training

D. outplacement

Answer:

1.D   2.B   3.C   4.A   5.B

（二）260261

Jackson and Bak (1998) suggest that motivation of Chinese workers can be understood in terms of Katz and Kahn’s (1978) categorization of ‘rule enforcement’, ‘external rewards’ and ‘internalized motivation’, as follows.

Rules and role prescriptions may be regarded as a form of role protection in the Chinese context, with job descriptions carrying little motivational content in terms of tasks or objectives to be achieved, but acting as an insurance against being asked to take on additional and unknown duties and against being overworked and avoiding the risk of punishment.

China’s economic reformers have used material incentives in order to stimulate performance and there is evidence that money is important in China as a motivator, as individual bonuses have existed in China since 1978 and performance-related bonus incentives schemes since 1983. However, there has been a tendency towards low differentiation of pay in an egalitarian reward system, reflecting a need to minimize competition and foster harmony in the workplace: a reflecting of a strongly collectivist culture. Limited pay differentials are often based on length of service. State enterprise employees¢wage structures are extremely complex and based on a whole number of different subsidies, bonuses and allowances. Employees may be reluctant to leave this type of system for a less socially supportive one as there is an expectation that the enterprise will take care of employees through housing and other social benefits, whi

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